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Amazon’s Business Analysis, Amazon Go – Case Study, & Jeff Bezos’s

Leadership

Preprint · March 2021

DOI: 10.13140/RG.2.2.34655.59045

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 Amazon’s Business Analysis,
Amazon Go – Case Study, & Jeff
Bezos’s Leadership

-Akash Desai
Introduction:
As of August 2020, Amazon.com is one of the world’s largest company by market
capitalization, with operations ranging from cloud services to online retail and now even
groceries post the acquisitions of Whole Foods Market in 2017. Amazon not only rules the
online retail platform but also is the largest service provider in cloud services under its
Amazon Web Services platform which according to The Verge has a market share of over
40% in enterprise cloud solutions, but amazon was not always poised to become the giant
that it is today.

Jeff Bezos, the founder CEO of Amazon.com was a hedge fund manager on Wall Street
when he incorporated Amazon.com in Washington in 1994. According to his preliminary
research, the best product to start with were books and so he did. However, it wasn’t the
only or the first company to do so. Computer Literacy Bookstore, established in 1983, started
selling books through its website in 1991, however, its consumer base was more computer
technology-oriented and hence its market was mostly around the Silicon Valley. Amazon on
the other hand wished to be able to sell any book to any reader, anywhere.

Amazon faced criticism and was disparaged by financially astute journalists who were of
the opinion that Amazon would fail once major booksellers like Borders and Barnes and
Noble would enter the realm of online sales. Most of this criticism came true when Amazon
failed to make any profit until 2001. Jeff Bezos, however, was very optimistic about the
growth prospects the internet offered and had a desire to grow as fast as it could to cash in
on the internet bubble.

The “Get Big Fast” strategy of Amazon worked well for it as the company garnered 180,000
customers by 1996 which further jumped to over a million by 1997. It was not just the
customer base that jumped, revenues also saw a massive jump from $15.7 million in 1996
to $148 million by 1997 and $610 million by 1998. Thanks to this growth, Jeff Bezos became
the TIME's magazine Person of the Year in 1999.

Amazon.com continued to grow and expand its business over a period of time from books
to movies and videos and further into consumer electronics, software, and toys by 1999. By
then Amazon had gone international with its operations now expanded to the UK and
Germany and gradually reached full global operations and became the largest retailer on the
planet by 2019.
However, Jeff Bezos has always poised that Amazon is not a retail business but a technology
company. A company that has always had an agenda to use its prowess in technology to
grow and expand its business operation and further streamline it. This is a little hard to
believe but is absolutely true. Amazon Web Services (AWS) currently is the crowned jewel
of Amazon.com and the sole purpose of this business is to handle data. Monstrous amounts
of data. Today, AWS constitutes a majority of the profit that Amazon makes and handles
40% of the world’s cloud storage. Netflix, Spotify, iCloud, even Zoom, rely massively on
AWS to handle its operations and constantly rising demand. Amazon has reached where it
is today through careful optimization and re-application of the skills it has garnered over
time through its ongoing business and expanding it on massive scales.

The purpose of this text shall be to analyze the strategies and business models Amazon has
in place to successfully grow and expand into any sector it steps foot into and gradually ends
up revolutionizing the sector altogether. Basically, it shall analyze what do the people on
the Wall Street mean by the word “Amazoned” and the future prospects of the business. We
shall also link Amazon’s strategies with other businesses or organizations and how it has
worked out for them.

Business Expansion:

As discussed earlier, growing and getting there fast has always been a primary agenda for
Jeff Bezos and similar work ethics have been inculcated in the way Amazon operates. Rapid
and aggressive business expansion has been key to the monstrous growth that has propelled
Amazon to the market capitalization that it has right now, topped only by Apple Inc.

As mentioned by Jeff Bezos himself in an interview with Forbes, Amazon follows a three -
step strategy for expansion and venturing into new businesses. The first being originality.
Jeff Bezos has always regarded Amazon to be a start-up, even though it is barely justifiable
considering the revenue it sits on,(refer Appendix 1) and just like any start-up, originality
is one such key that encourages expansion at Amazon, quoting Bezos, “It should not be a
me-too offering.” And almost every new business that Amazon comes up with, has
something unique that no one else offers or doesn’t have the capability to offer, viz. Alexa
smart speakers even though are not a new offering, a combined package of its capabilities
with other services offered by Amazon make it an unparalleled experience. Next, it has to
be scalable; Amazon operates at scales that are unmatched by any other company in its
segment and it wants to make use of this scale to make sure its new business techniques and
ventures are profitable. The best possible example for this would be when it acquired Kiva
Systems Inc. in 2012 for $775 million. Kiva systems specialized in making robots that were
used in shipping industries. Amazon began to employ robots developed by kiva systems in
all its warehouses in a bid to reduce its costs and meets its ever-increasing demand which
peaked during the holiday season. In 2015, Kiva Systems was rebadged as Amazon
Robotics, which is now responsible to not only develop and deploy robots and automation
for all of Amazon’s businesses but to further use data from other Amazon platforms to
develop AI and machine learning interface to reduce cost and improve efficiency. The third
and most obvious being returns on investment. Even with all the operational efficiency and
scale Amazon might put into the business, it should give enough returns on capital to justify
the scale. However, in the case of Amazon, these investments also include a major chunk in
form of acquisitions (refer Appendix table 7 ) and so it’s not just about making more money
on the investment but also making sure that the organization they acquire is well managed
and matches the obsession for efficiency and customer satisfaction like Amazon, further
making the acquisition worth the while.

Learning and Re-application:

Ever since its inception and in its quest to grow and the journey it has had up until what it
has become today, Amazon faced and solved issues in every walks of its operations, and at
unimaginable scales. In the process, Amazon got so good at it that they developed this
expertise to develop new business and from this was born one of the juggernauts of
Amazon’s profit statements and its crowned jewel, Amazon Web Services (AWS). Being
primarily developed to compile data from all its departments and make it available to anyone
that required it within the company, Amazon developed it further with some acquisitions
like Annapurna Labs in Israel to make custom chips for their servers and create hardware -
software combinations that were more integrated into one another to reduce cost and
improve processor speeds and come up with the most successful cloud storage business
today with highest market share, double of its closest rival. (refer Appendix Table 6) and
profits standing at $3.36 billion, more than 50% of Amazon.com’s total profit in Q2, 2020.

Similarly, the experience and operational systems developed by Amazon for its e-retail
business, right from warehousing and packaging to delivery channels and distribution
centers were further developed into a services model which was then offered for any
businesses that wished not only to sell their product on Amazon but would also prefer it to
handle everything related to logistics for a fee. This has enabled Amazon to further increase
its product mix on the consumer side as well in form of Prime membership wherein it
charges an extra fee to the consumer to have their product delivered to them quicker. This
dual sale of similar services has helped Amazon grow its consumer base on the seller as well
as buyer side. On average the annual purchases made by a Prime subscriber is double of a
non-prime customer, being $1300 and $700 respectively in the United States. Amazon Prime
as of 2020 has over 150 million subscribers making it the second-largest subscriber base for
a tech company, topped only by Netflix at 190 million subscribers. (refer Appendix 2)

However, for Amazon, it hasn’t always been about re-application of its success to expand
the business, Amazon has made attempts and failed at somethings which has helped it make
a comeback, and this time, with all guns blazing. Amazon has made attempts at smartphones
and tablets in the past under the Fire branding and it ended up being a disaster. Amazon
kindle, which was Amazon's first jibe at hardware gained momentum and is still in
production and has good sales numbers but doesn’t actually make major contributions to its
income statements. However, it was able to not only able to continue Amazon’s take on the
sale of books but also helped Amazon develop skills to produce and sell hardware in large
quantities. Cut to Amazon Echo devices, a product line of smart speakers capable of
listening, analyzing, and performing tasks dictated to it by the user simply by voice. With
Amazon echo, amazon was able to become a true hardware manufacturer and develop
another successful door for its consumers into the Amazon ecosystem of Prime subscriptions
and services and challenge other major players like Google and Apple.

Aggressive Growth

Amazon has always resorted to aggressiveness as far as its business strategy is concerned
and Jeff Bezos is considered nothing but a predator by its competitors as far as doing
business is concerned. As discussed earlier, Amazon always prefers to venture into new
businesses under circumstances wherein it can make use of its massive scale to gain on its
competitors even before they could realize it. One more weapon in its arsenal that facilitates
this whitewash strategy is its cash cow, AWS. The amount of profit that AWS makes is
massive and very consistent and has been growing gradually over a period of time. (refer
Appendix 5) This massive cash surplus helps Amazon reinvest this money into new business
and reduce its prices to such an extent that it ends up undercutting its competitors drastically,
knocking them out of the court altogether.
One such example is Amazon’s privately labeled line of products. According to the
testimony of Stacy F. Mitchell, Co-Director Institute for Local Self-Reliance to the United
States House of Representatives, Amazon gets a god-like view of the business transactions
made by its customers on its platform which is then further analyzed and is used to develop
products that have the inherent characteristics that the customers prefer more while making
purchase decisions. Amazon then highlights these products over its competitors to maximize
its own interests over its rivals and further undercuts their prices. According to a research
conducted by Upstream Commerce, wherein it tracked 857 apparel items, Amazon developed
its own product, competing with the top sellers among these apparels and started selling 25%
of those itself within a span of 12 weeks. This testimony further includes that Amazon sells
over 100 types of products under this strategy from segments like electronics, groceries,
apparel, and toys.

However, another view put forward by Randall Lane, Editor of Forbes, suggests that the scale
at which Amazon grows demands such aggressive practices and due to its dominance over
retail and digital business services which touch almost every other industry in some form or
the other provides Amazon with enough data to expand itself adjacently into any business it
wishes to which can further be financed by the billions spitted out by AWS year-on-year.

Warren Buffet, the investment guru, who up until 2019, avoided investing into Amazon, has
made huge bets on Amazon through its company Berkshire and Hathaway, believes that the
way Jeff Bezos has conducted his business and is continuing to do so is remarkable,
especially considering that he was able to develop businesses in two industries
simultaneously (retail and cloud) outpacing its competitors and in turn redefining the
industry altogether.

PESTEL Analysis:

Political:

Amazon has been doing business around the world in almost every country and the
significant size of Amazon exposes it to be affected directly by policies and
regulations in these nations. However, as many major nations like the United
Kingdom and India have been making moves to making policies and bringing
frameworks into force which are essentially of protectionist nature to save local
businesses, this also happens to be one of the reasons why Amazon was unable to
make a significant mark in China. India, an emerging market of utmost importance
to Amazon due to the sheer size of India’s population has been making moves to
restrict big companies from gaining controlling market share in the nation in the
quest to protect its local businesses and favouring local business houses like
Reliance, Patanjali, and Adani. The latest legal proceedings being carried out against
Amazon for alleged unfair trade practices and exercising too much control on the
sale of products on its portal in the USA and Europe could hamper its goodwill in
other emerging markets as well.

Economical:

The economic analysis for Amazon has mostly been in its favour. As the ratio of
disposable income or tendency to spend has increased over the years, the wide array
of products offered by Amazon has made it huge amounts of money. Also, as people
have been opting more and more for value-based propositions while making
purchases, the huge discounts by Amazon and the trust that it has garnered over the
years helps it capitalize and gain market share over its competitors. With a recent
trend of manufactures to give exclusive sales rights to Amazon to increase their reach
and distribution channel overnight, has also given a boost to Amazon in certain
markets like India, where Oneplus smartphones are sold exclusively online by
Amazon.

Social:

Social Factors that have influenced the business strategies of Amazon include:

a. Increase in online purchases and tendencies to do a primary check of required

products online.
b. Increased convenience and comfort among consumers to purchase high-value
products like laptops and smartphones.
c. The ease of internet access to millennials has led to an overall increase in
desires and wants thus increasing overall purchases made.
d. Delivery services provided by Amazon act as a boon for individuals and
families with a quick-paced lifestyle, especially to order groceries.

Technology:

As mentioned by Jeff Bezos multiple times, Amazon is mainly a technology

company and hence every factor related to technology shows direct effects on the
company’s financial statements may be immediately or over a period of time.
Acquisitions like Annapurna Labs and Kiva Systems have increased Amazon’s
technological prowess over and over again thus leading to Amazon not only
maintaining its market share comfortably but also increasing it. Its other technology-
driven products like Amazon Echo devices have helped Amazon create a new
gateway for more consumers to become a part of its product environment. Its recent
investments in undersea cable projects like HAWAIKI and even JUPITER, a 14000kms
cable system that would connect Asia and the USA has been Amazon’s next attempt at
increasing the market share of AWS.

Environmental:

Amazon has been facing heat for its business practices which have been
inconsiderate about the environment. Many environmentalists have criticized the
free shipping and one-day shipping services provided by Amazon to be detrimental
for the environment as due to its cost benefits to the customer, most people opt for it
leading to effects in the form of carbon emission and use of packaging material.
Talking about packaging, Amazon has been criticised openly for its rampant use of
cardboard boxes and packaging material especially plastic and bubble wraps.

Amazon, however, has now been investing in renewable energy and recyclable
packaging material and has also started releasing its sustainability report since 2016
after much pressure and criticism from environmental activists.

Legal:

Over the years due to its diverse business operations, Amazon has also seen a wide
array of legal hurdles.

a. Changes in import and export laws and rates and taxes

b. Protectionism oriented policies by governments to safeguard local and
small businesses.
c. Unfair trade practices litigation in the USA
d. General Data Protection Regulation (GDPR) in Europe already has
Amazon under scrutiny.
e. Anti-Trust Litigations in Europe by the European Commission.
Future growth prospects:

Amazon has seen constant and unparalleled growth for over a decade, and it would be
justifiable if it focuses on its pre-existing businesses and polishes itself in them. But Amazon
and ultimately Jeff Bezos has different plans. Jeff Bezos has always stated that Amazon is
just getting started and he sees retail space alone to have ‘trillions’ worth of potential.

As of right now, September 2020, Amazon is already said to be entering many new business
ventures and industries. Some of these would be very new and counter-intuitive to its
business approach that it has had up until now. One such example is its entry into brick and
mortar stores through one of its acquisition of Whole Foods Market for $13.7 billion.
Industry experts believe that in the quest for Amazon to someday breach trillion dollars mark
for revenue, the path goes through groceries and Amazon doesn’t really have much
experience with perishable kind of products which require strict protocols to be fit for
consumption. Amazon would require an even robust network of distribution and delivery
channels to make it happen. In the case of Whole Foods, this network already exists, though
not at the scale that would suit Amazon. Also, Amazon needs to develop an even stronger
sense of trust among its end consumer to be able to sell perishable commodities like daily
groceries, which again is already enjoyed by Whole Foods for quite some time now, which
Amazon exploited almost immediately with Amazon Go stores in 25 locations around the
USA. It has taken its next step in grocery shops through a form of payment counter-less
store called Amazon Go Grocery, which opened its first full-fledged store in February
2020.
Amazon Go case study:

The structure of retail business in USA.

In 2019, the total revenue of Amazon was a little over $280 billion out of which $140 billion
was made up by Amazon’s e-retail business. Such sales numbers might not even be on the
horizon for most other retailers around the world, but, when compared with Amazon’s main
competitor Walmart, they are dwarfed by its mammoth revenue of over $500 billion which
continues to grow year-on-year. The main reason for this though is the accessibility that
Walmart provides to its customers. Almost 90% of the population in the United States of
America has a Walmart within 10 miles of their houses.

If we consider the retail market in the United States alone, the total retail market is valued at
around $5.47 trillion as of 2019 out of which $800 billion comes from groceries alone.
However, out of this, only 10% and 2% respectively comes from online sales. Simply because
people do not prefer to buy daily groceries online unless they can make sure that it’s fresh and
well stored and many other reasons. According to a report by Morgan Stanley, as of 2016, only
$42 billion of grocery sales were made online.

Both, Amazon and Walmart have enough room to grow in their respective business sectors and
not cross their paths at least in the near future. However, Amazon’s business strategy has made
it very clear that it will expand wherever it sees an opportunity, and going head on with
Walmart is its next big step in becoming the ‘do-everything’ company. As Nick Statt from The
Verge states, “Amazon needs to become Walmart before Walmart becomes Amazon”, and after
Amazon’s acquisition of Whole Foods Market in 2017, Amazon Go is its next step in that
direction.

Amazon Go comes into the picture

In many of his interviews, Jeff Bezos has made it very clear that he sees Amazon’s retail
business to have the potential of making a revenue of over $ 1 trillion dollars from its retail
business alone. It has hence always been suggested that Amazon’s path to $1 trillion in
revenues will be through groceries and through its acquisition of Whole Foods, Amazon has
made it very clear that it has taken notice.
In 2016, Amazon opened a 1,800 square foot convenience store in beta stage for its employees
in its hometown, Seattle. What was unique about this store was it was supposed to have no
lines or checkouts, a completely cashier-less experience for its customers. After almost a year
of its staff-only testing and some technological challenges, Amazon opened its first store to the
public in January of 2018, which sold daily groceries, ready to eat meals, some Amazon
exclusive brands like 365 and Wickedly Prime.

Amazon Go stores essentially use an extremely dense network of cameras, pressure sensors,
and complex computing to analyze its customers moments and gauge when the customer takes
a product or keeps it back on the shelf and lists them down in the customer’s Amazon account
and generates a receipt once the customer leaves the store. Amazon calls it Just Walk Out
technology. In an interview with Harry Mcckraken, Technology Editor at Fast Company, Dilip
Kumar the VP of Amazon Physical Retail, mentioned that the most essential part of Amazon
Go is the technology that they had to develop to make it happen. The camera used in their
stores had to develop in-house which each has basic computing capabilities for motion sensing
and customer tracking, this data is then sent for further computing.

Ceiling mounted
Download Amazon Go cameras watches the
App and scan QR code product shelves and
at the entrance customers that enter the
store.

Image-recognition
Customer’s account is Software and pressure
charged when they sensors detect the
leave the store products picked up by
the customer.

But, for Amazon it’s not just about selling bread, milk, or ready to eat meals to its customers
just because it can, but mostly about scale. A Bloomberg report suggests that there would be
approximately 3000 Amazon Go stores, which when coupled with a report by Mark Mahaney
from RBC, a global investment bank, Amazon Go can generate daily sales of $1.5million based
on assumptions that it has a daily footfall of between 400 to 700 customers who shop for an
average of $10 for 279 days a year. This shows a $4.5 billion annual revenue opportunity for
Amazon Go. However, an Morgan Stanley report suggests, that opening up 3000 stores would
lead to a projected cost of $3 billion, most of which would be due to the technology that is
required to be installed in these stores.

Further Prospects:

Amazon Go is Amazon’s way of bringing its machine learning and computing prowess to its
newly set up retail business keeping its customer-centric approach at its core. Amazon’s
attempt here is to provide an experience to its customers that is seamless and would save their
time. As RBC analysts Mark Mahaney puts it, “Almost like an experience of shoplifting, except
its legal”

Amazon has also started selling its Just-Walk-Out technology to other retailers which one can
say its attempt to acquire as much data as possible to develop its machine learning algorithms
to attain utmost accuracy. However, Amazon is not alone who has been using this system in its
stores. BingoBox in China has been operating a similar kind of store with uses RFID
technology to keep a track of products sold. Tencent has been using its WeChat payment app
in partnership with EasyGo, a cashier-less startup in China. JD.Inc also known as Jingdong
headquartered in Beijing has rolled out hundreds of stores in China which uses QR codes and
RFID tags to provide a similar experience.

Even Walmart has started working on its own approach of cashier-less stores using a scan to
buy approach which when compared with Amazon, Amazon is way ahead in this game.
Nevertheless, one cannot forget that Amazon Go coupled with its Whole Foods acquisition is
Amazon’s attempt to take on Walmart head to head at its own turf, and cashier-less technology
is just its way to be as efficient and productive in the process. As of 2020, Amazon Go is fully
functional in 27 locations in the USA.

Amazon Go, even though quite ahead of its competitors and with all bells and whistles in place
and sheer scale is still quite new in the retail space and its complete potential and feasibility
can only be seen over time relative to its competitors.
Healthcare in the USA is valued at 18% of its GDP, and Amazon wants a pie of this cake.
Haven is a project Amazon has been working upon with Berkshire Hathaway and JPMorgan
Chase, where it wishes to bring cheap and efficient healthcare service to over 1.2 million
employees and their families associated with these three companies. The deal under this
venture is any of the three companies can explore in any way it wishes to and Amazon has
already started! Jeff Bezos agreed to pay $1 billion for PillPack which essentially delivers
packages of daily prescription medicines which combined with Amazon’s fulfillment and
dependability would be a feather in the hat for its healthcare business.

Amazon now has even ventured out into advertising to take a bite out of Google and
Facebook’s advertising revenue and it has immense potential for success because Google
might know what you are searching for, Facebook knows what you like, but Amazon
actually knows what you buy or wish to buy. However, considering the data it will be
handling here, it has to make sure it doesn’t cross a line and maintain the trust of its
customers.

Now, considering the points put forward by Stacy Mitchell above, Amazon might face some
rough tides in the future considering the monopoly it has created in most of the businesses
it operates in and the amount of consumer data it handles on a regular basis. Amazon along
with some other FAANG companies are already under scrutiny for the way they handle
consumer data and the amount of control they have over the industry. Whatever might be
the result of this scrutiny, Amazon has had a journey any business would dream of for more
than a decade and it is already gearing up for the next decade.

Jeff Bezos has been following a three year buffer period for all its new business ideas, which
means he starts looking for new businesses and creates a road map for the company by
analyzing and foreseeing the business conditions three years in the future. Long term
planning has been the key to the success that Amazon attains over time, which are fuelled
by the immense cash flows from other already existing businesses, helping Jeff Bezos run
the new businesses at almost no-margin levels and unassailable efficiencies.

Amazon has expanded, disrupted, revolutionized so many businesses and market sectors and
is poised to disrupt so many more that the corporate leaders and investors and hedge fund
managers have come up with a word for it, “Amazoned”, where Amazon comes, it conquers
and every other business in the sector has to play catch-up or perish. Again, quoting Randall
Lane here, “Corporate America, take note- either innovate or Jeff Bezos will do it for you”
and soon this might become applicable to many more countries.

Jeff Bezos as a leader

How Jeffrey Bezos came to be.

Born on 12th January 1964, in Albuquerque, New Mexico, Jeff Bezos had always been an
extremely bright student. So much so that he was a part of the Texas Education Code for Gifted
Students under which he studied at River Oaks Elementary School and further studied
Computer Science and Electrical engineering at Princeton University. Jeff Bezos later went on
to become the youngest vice president of D.E. Shaw & Co. at the age of 29 where the seeds of
Amazon.com were to be sowed.

Even during his tenure at D.E Shaw, Jeff Bezos was known to be extremely productive and
hardworking and was one of the few who loved the idea of a non-stop workday. Some of his
colleagues recollect that he used to have a rolled-up sleeping bag in his office just in case he
had to take a nap. He was also known to chew over a problem as much as he could to come up
with a solution.

Jeff Bezos: Emergence as a Leader

Amazon.com was established with a goal to become an ‘everything store’, ever since Jeff
Bezos had discussed the idea with his boss, David Shaw from D.E. Shaw & Co. However, back
then he was very much aware that the then-current infrastructure didn’t warrant for such an
establishment but it would in the future. Amazon.com thus started with selling books on the
internet and roughly a couple of decades later grew into the mammoth of an organization that
it is today and Jeff Bezos had the most pivotal role to play here, as a leader.

Transformational leadership, first coined by James Downton and then further developed by
James MacGregor Burns defines it as a leader who inspires his followers to go above and
beyond its limitations and to function and operate at a higher level of motivation. To put it in
simpler terms, a transformational leader himself operates at a high level of motivation and
inspires his subordinates to operate at similar levels. Transformational leaders also have an
essential trait for putting their organization ahead of any self-interest.

Considering these traits that a transformational leader possesses, Jeff Bezos comes out to be an
appropriate example of a transformational leader. Jeff Bezos is known to expect and push his
top-level management to be as highly motivated as he is towards building Amazon.com and all
the ventures that it comes up with. Jeff Bezos is known to have a special post meant specifically
for this purpose, formally known as the Advisor to Jeff Bezos, the person at this post gets
exclusive access to all meetings that Jeff Bezos attends and includes a brainstorming session at
the end of the workday. The employee who gets this one-to-two year post gets mentored by
Jeff Bezos himself. Such a person is rightly called a ‘Shadow’ and this mentorship trumps any
MBA program. The main outcome of this program is probably the best example of a
transformational leader. The person on this post gets a birds-eye view of how Jeff Bezos
operates, giving him the best opportunity to learn from him and the way he works. Andy Jassy,
the CEO of Amazon’s most successful business AWS has been a veteran of this exclusive
position.

If we were to consider the 4 I’s that dictate the transformational leadership theory,

a. Idealized Influence: As mentioned earlier, Jeff Bezos induces a sense of mission among
all of its top-level management from where it is passed down. Many of the employees
at Amazon looked at its gruesome workspace policies to rather be an opportunity to
grow. Jeff Bezos has earned his respect from fellow business leaders and employees for
the way he conducts his business. Eric Schmidt, former CEO of Google has rightly said
that Amazon is essentially a story of a brilliant founder who personally drove his vision.
b. Inspirational Motivation: The Shadow program of mentorships is essentially a step in
the direction of inspiring and motivating the right talent in Amazon’s top-level
management. The work culture set up in Amazon is such that it nurtures critical thinkers
and motivates them to come up with solutions to problems Amazon faces in its
operations.
c. Intellectual Stimulation: The best example, in this case, would be the communication
system that is followed inside Amazon and has been upheld by Jeff Bezos, which
mainly states that any person from any hierarchy can come up with a business plan and
it shall be pursued provided it is worth accommodating in Amazon’s portfolio and pre-
requisites. In some of his interviews, Jeff claims Amazon to have a culture of ‘multiple
paths to yes’ wherein any lower-level employee can pursue his idea by reaching out to
multiple individuals and pursuing it internally.
d. Individual Consideration: Jeff Bezos has been known to micromanage aspects of its
business by giving individual attention whenever required, for instance, for someone
who was actively a part of Amazon’s retail business for a day or two in a week, Jeff
 Bezos became actively involved in its operations on a day to day basis during the Covid-
19 pandemic.

Jeff Bezos has reiterated this many times and by many other Amazon employees and
journalists, that Amazon is almost completely consumer-centric and would do everything in its
power to improve the experience of its customers. Right from Amazon Go built essentially to
help its customer complete their shopping within minutes and not hours or sometimes even
seconds for top the shelf meal options, to set up an entire robotics division to facilitate and
handle quick deliveries even during peak seasons like the holiday season or once a century
pandemics, everything at Amazon is built in such a way that the final customer can have a
hassle-free experience no matter its demand or situation and this attitude has become the life’s
blood of Amazon as a whole and all of its subordinate managers.

Claudio Fernández-Aráoz, is an author and a global expert on talent and leadership, a lecturer
at Harvard Business school. He is said to be one of the most influential executive search
consultants in the world by Bloomberg. He puts forward 3 main principles that would work for
today’s leaders based on his analysis of Jack Welch’s leadership during his period as a CEO of
General Electric from 1981 to 2001.

1. Get your people decisions right.

Due to his days at D.E. Shaw & Co., Jeff Bezos continued to follow a similar system
of hiring employees who were best in academics. Even people who were essentially
best at what they did. After completing its competing clause of 2years with D.E. Shaw
& Co. Jeff Bezos began hiring the best of the minds of its former employer.
Amazon continued such competitive practices of hiring and further managing its
employees for which it was even criticized by top newspaper houses and journalists,
however many of the employees at Amazon take it as an opportunity to grow and learn
and do something that could affect millions of people at once, and this happens to be
one of the reasons for the success of Amazon’s startup approach towards innovation
and business growth.
2. Speak with candor.
As far as speaking with candor is concerned, Jeff Bezos’s speaking habits tend to be
mostly outbursts to his employees, some even being rude or disgraceful. A New York
 Times exposé brought forward the statements used by Jeff Bezos, such as “Why are
you ruining my life?” and, “If I hear that again, I am going to have to kill myself.”
However, despite such articles, Amazon manages to fill its vacancies simply because
managers and upcoming business leaders consider it to be an opportunity of a lifetime
to work at the Seattle based company under the man himself. It's this frank and
extremely competitive approach that probably brings out the best of its employees and
who cannot, they simply leave.
3. Be insatiably curious.
Jeff Bezos has been known to continuously adapt and implement new technologies in
Amazon and its new ventures. Jeff Bezos’s obsession with innovation has been key to
Amazon getting through its early days. Research by Harvard Business School suggests
that 154 of the patents filed by Amazon included Jeff Bezos’s name, out of which, in
34 he was the first name and in 11 he was the sole inventor. Jeff Bezos has continued
to invest in other business ventures apart from the ones directly related to Amazon
increasing his business acumen around sectors, like the space industry through its
investments in Blue Origin.
This has continued with Amazon’s methodology to expand its business by learning new
skills and its further application thus increasing its efficiency and maintaining its
competitive edge.

Jeff Bezos’s leadership has been looked upon as something so complex that
understanding how Amazon might move in the future is considered unpredictable. The
ideas that come out of him, coupled with the intricate system of process and systems
that Amazon operates on, makes him a pivotal part of Amazon’s growth engine. As
Brad Stone, head of technology coverage at Bloomberg puts it in his book, The
Everything Store, Jeff Bezos has a grandmaster like view of the competitive landscape
and applied his focus and compulsive obsession to solving problems with its customers
at the center of it.
Jeff Bezos has more or less been one of the greatest leaders of his era, racing his
company through the dawn of the internet, surviving through the bubble, and emerging
victorious on a mammoth scale. For a company like Amazon, which has been
aggressive throughout its life cycle, it warrants an aggressive, transformational leader
like Jeff Bezos to lead it through. Bob Gelfond, one of Jeff’s colleague at D.E. Shaw
and Co., and also an angel investor in Amazon.com
Indian Counterpart

Now, turning our eyes to the local businesses, India also has seen its own counterpart of
Amazon.com which seems to be following a similar path of business strategies. Reliance
Industries Ltd, chaired by Mukesh Ambani has been following a similar business expansion
strategy like Amazon.

Reliance became the $150 billion multinational conglomerate that it is today primarily
through its version of a cash cow, petrochemicals, and petroleum business segment when in
2002, Reliance Industries discovered one of the largest sources of gas in the world in the
Krishna-Godavari basin.

However, now Reliance Industries has ventured out into multiple market sectors like retail,
telecom, life science, resources, solar energy, infrastructure and many more. Reliance
Industries launched Jio Infocomm ltd in 2016 in India as a telecom company and became a
market disruptor in no time. The cost of data that was in play in India due to Jio’s disruption
made it among the cheapest markets of mobile data in the world at less than $0.1 0 per GB
rallying it to become the most subscribed telecom operator at approx. 380 million
subscribers as of July 2020.

But, for Jio, it doesn’t end there, Jio further continued its expansion into hardware space
through LYF smartphones (which was initially a stand-alone brand, and later was brought
under the Jio umbrella) and later announced a range of smart devices based on IoT platform.
Jio has also announced in its latest AGM, that it will be developing 5G systems in-house
and would further export them to other countries under the Make In India scheme.

This has helped Jio broaden its business operations from a telecom company to a tech
company and further into e-retail and now groceries as well through its newly set up JioMart
platforms. Reliance Industries now has also completed its acquisitions for Future Group and
Netmeds (60% stake) to enter into the grocery and pharmaceutical sector respectively for
Rs 24,713 crores INR and Rs. 620 crores INR respectively. It has also announced in its
AGM, that it will be working with Google to develop Android based operating system for
low-value feature phones. This could increase its penetration among low-income groups in
India, which would in turn give a major push to its data and telecom business.

All these acquisitions and market segments bring it head to head with Amazon in India.
Even though Amazon has an upper hand here because of its scale of operations and
experience it has in the space, it is also fairly young in India, and on the other hand, Reliance
has much more experience and knowledge about the business practices and consumer
behavior in India.

Considering and analyzing the steps taken by Reliance Industries with regards to the growth
of its Jio business, it has followed a similar path as to Amazon, one of aggressive growth
and disruption causing business expansion strategies, making them direct competitors.

Conclusion

The strategies applied by Amazon to develop businesses like kindle, retail, healthcare, cloud,
and many others have propelled it to what it is today. Even during the times of pandemic,
Amazon has almost single headedly managed most of the demand of products in most of the
developed nations. The supply chains and distribution system that was self-developed by
Amazon made it self-sustaining in these tough times. Rightly said by Brian Dumaine,
Amazon was built for the pandemic, right from hiring thousands of employees to meet the
overnight surge in demand for products that were essential during the pandemic to the
infrastructure built from the ground up to handle such surges. The sudden increase in screen
time for people stuck in the house increased the revenue for AWS to $10 billion in a single
quarter for the first time due to increased consumption of Netflix and Zoom services.

The Whole Foods acquisition in 2017 failed to cash in on the pandemic even though it
majorly sold perishable and essential commodities but Wall Street is optimistic that it will
be able to turn a corner in near future.

Even the way each and every company under Amazon is led by respective leaders like a
federation of nations under one umbrella helped Amazon, adapt, and evolve stronger during
the pandemic.

Amazon has set a benchmark for how a company should capitalise on its strengths and grab
every opportunity to climb the success ladder in this extremely competitive market. Amazon
has been able not just to grab opportunities at the right time, but also mould its strengths in
such a way that it will, for sure make good of any opportunity thrown at it. Amazon also has
its fair share of weaknesses and threats. The anti-trust lawsuits in the USA, GDPR litigations
in Europe have tarnished some of the goodwill that Amazon has built over the years.
However, Amazon as a company, and Jeff Bezos as a leader have surfed every wave that
tried to bring it down, including the bursting of the dot-com bubble, or a full-blown
pandemic.
 Appendix

Company Statistics and List of acquisitions.

1. Total Revenue of Amazon.com 2013-2019.

Total Revenue 2013-19

(US$ Million)
Years (US$ Million)
3,00,000 2,80,522
2013 74,452
2,50,000 2,32,887
2014 88,988
US$ Millions

2015 1,07,006 2,00,000 1,77,866

2016 1,35,987 1,50,000 1,35,987

1,07,006
2017 1,77,866 88,988
1,00,000 74,452
2018 2,32,887 50,000
2019 2,80,522
-
2013 2014 2015 2016 2017 2018 2019
Years

(US$ Million)

2. Amazon Prime Members 2008-2019 (In Millions)

Amazon Number Of
Prime Members
Year Subscribers
2008 1
2009 2
2010 3
2011 4
2012 7
2013 20
2014 31
2015 46
2016 65
2017 100
2018 125
2019 150
 3. Amazon Prime Day Sales (2015-2019).

Amazon Prime Day

Sales (2015-19) Billion (US$)
Billion 8 7.16
Years
(US$) 7
2015 0.9 6
5 4.19
2016 1.52
4
2017 2.41 3 2.41
2 1.52
2018 4.19 0.9
1
2019 7.16
0
2015 2016 2017 2018 2019

Billion (US$)

4. Streaming Service Market Share

Streaming Service Market

share
Market
Company Subscribers
Share
Spotify 36 58
Apple 17 28.2
Amazon 10 16
QQ 6 10.4
Deezer 4 6.3
 5. AWS Annual Revenue 2013-2019

AWS Annual Revenue

2013-2019 Revenue (Million US$)
Revenue 40,000
Year
(Million US$) 35,000 35,026
2013 3,108
30,000
2014 4,644
25,000 25,655
2015 7,880
2016 12,219 20,000
17,459
2017 17,459 15,000
2018 25,655 12,219
10,000
2019 35,026 7,880
5,000 4,644
3,108
-
2013 2014 2015 2016 2017 2018 2019

Revenue (Million US$)

6. Market share of leading cloud infrastructure by revenue Q2 2020

Market share (%)

Oracle 2

Tencent 2

Salesforce 3

IBM 5

Alibaba 6

Google 9

Azure 18

AWS 33

0 5 10 15 20 25 30 35
 7. List of acquistions made by Amazon.

Acquired Company Year Acquired Company Year

INLT 2019 Quorus 2011
EERO 2019 BuyVIP 2010
CloudEndure 2019 Touchco 2010
PillPack 2018 Woot 2010
Ring 2018 Quidsi 2010
GameSparks 2018 Amie Street 2010
Blink 2017 Lexcycle 2009
Body Labs 2017 Stanza 2009
Graphiq 2017 Lexcycle 2009
Whole Foods Market 2017 SnapTell 2009
Souq.com 2017 Fabric.com 2008
GameSparks 2017 Audible 2008
harvest.ai 2017 AbeBooks 2008
Biba 2016 Shelfari 2008
Angel.ai 2016 Without A Box 2008
Cloud9 IDE 2016 Reflexive Entertainment 2008
Orbeus 2016 dpreview 2007
EMVANTAGE Payments 2016 Brilliance Audio 2007
Elemental Technologies 2015 TextPayMe 2006
Annapurna Labs 2015 Shopbop 2006
2lemetry 2015 createspace 2005
Shoefitr 2015 BookSurge 2005
Amiato 2015 Mobipocket.com 2005
Clusterk 2015 CustomFlix 2005
Safaba Translation Solutions 2015 Joyo.com 2004
Twitch 2014 CDNOW 2002
Double Helix Games 2014 OurHouse 2001
Comixology 2014 LiveBid 1999
Rooftop Media 2014 Exchange.Com 1999
Liquavista 2013 Leep Technology 1999
IVONA Text-To-Speech 2013 Back To Basics Toys 1999
Goodreads 2013 Convergence Corporation 1999
Screentech 2013 Zappos 1999
Evi 2013 Alexa 1999
TenMarks Education 2013 Accept.Com 1999
Kiva Systems 2012 Exchange.Com 1999
LOVEFiLM 2012 LiveBid 1999
TeachStreet 2012 Back to Basics 1999
UpNext 2012 IMDB 1998
Avalon Books 2012 Bookpages 1998
Yap 2011 Junglee 1998
The Book Depository 2011 PlanetAll.com 1998
Pushbutton 2011 Telebook 1998
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35. Krishna-Godavari basin to yield
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services-industry-united- 75. Grocery Industry E-Commerce
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69. Why Amazon’s future depends on 76. The Cashier-Free Dilemma: 4 Ways
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70. Amazon: annual revenue 2018 |
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in 50% More Revenue Than Typical growth 2020 | Statista
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85. Amazon Statistics and Facts -
78. The Cashier-Free Dilemma: 4 Ways Market.us
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79. Grocery Industry E-Commerce 87. Chart: Amazon Leads $100 Billion
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80. Transformational leadership -
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81. James V. Downton - Wikipedia

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_V._Downton

82. Jeff Bezos - Amazon, Wealth &

Family - Biography
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ss-figure/jeff-bezos

83. Jeff Bezos Runs The Most Intense

Mentorship Program In Tech |
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/Jeff-Bezos-Runs-The-Most-
Intense-Mentorship-Program-In-
Tech/articleshow/24307662.cms

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